AbstractThis paper examines the management practices

by introducing employee empowerment, teamwork, employee

compensation, management leadership into a research model
for studying employee job satisfaction among the employees of
automotive industries in India. The research is conducted
among 234 employees of automotive industries in India and the
result of this study shows that the job satisfaction level of
employees is medium and the top management leadership need
to take attention of enhancing the employee job satisfaction
level. The result also shows that there is a significant
relationship was approved between 1) employee empowerment,
2) teamwork, 3) employee compensation and 4) management
leadership. Finally, implications are discussed in terms of
discussion and further researches.

Index TermsEmployee job satisfaction, automotive
industries, employee empowerment

I. INTRODUCTION
Organizations today are facing major challenges in terms
of competition, innovation, productivity and work force
diversity [5]. In this context, Employee Job Satisfaction can
be seen as a revelation of employees preferences over jobs
[1]. Better performance, more productivity and high profit,
these are the outcome of employees commitment and
dedication toward work. Employees are more devoted when
they feel contented and satisfied with reward which they get
from employers. If organizations understand what satisfies
employee, they have at their command the most powerful
tool for dealing with them to get them extra ordinary results.
So an attempt to achieve employee job satisfaction leads to
an improvement in the quality of products or services,
customer satisfaction, increased market share and improved
profit [4].

II. LITERATURE REVIEW
In an organization, productivity depends on employee job
satisfaction. Only the solaced and satisfied employees can
make the organization strong and successful [4]. Locke [18]
defines job satisfaction as the pleasurable emotional state
that results from the appraisal of ones job as achieving or
facilitating the achievement of ones job values. Increase in
job satisfaction will reflect better organizational citizenship
behavior [9]. According to Locke job satisfaction can be
viewed as an emotional state; positive in connotation which

Manuscript received April 13 2012; revised May 23, 2012.
C. Swarnalatha is with the Department of Management Studies, Anna
University of Technology Madurai (e-mail: swarna@autmdu.ac.in)
G. Sureshkrishna is with Fulltime Research Scholar, Anna University of
Technology Madurai
is because of the goodness emanating from the job the
individual is doing [19]. On the other hand, increased
organizational performance has been linked to employee job
satisfaction [17]. Job satisfaction is promoted through
favorable perceptions of job characteristics, supervisors and
coworkers and is also influenced by differences in
individual personality [14]. The positive feeling associated
with high job satisfaction that result form favorable
evaluations of what organization supplies make people more
willing to carry out behaviors associated with tasks that
contribute to organizational effectiveness [15]. In the vast
literature based on job satisfaction one may find that job
satisfaction has been investigated through differing
methodologies, serving as a predictor, outcome, moderator
and mediator variables. Thus Job satisfaction has been
linked to empowerment, training, organizational
commitment, teamwork and compensation.
So far there have been various researches on Employee
Job Satisfaction among employees of different sectors. By
the phrase Automotive Industries all employees of first
line of management in the automotive industry are
considered. Since productivity in an organization depends
on employee job satisfaction, the variables of job
satisfaction remain a functional analytical tool in this study.
The question and hypothesis of the current study are (Fig.
1):
Q: what is the level of Job Satisfaction among
employees of first line of management in the
automotive industry?
H1: There is a significant relationship between
employee empowerment and job satisfaction.
H2: There is a significant relationship between
teamwork and job satisfaction.
H3: There is a significant relationship between
employee compensation and job satisfaction.
H4: There is a significant relationship between
management leadership and job satisfaction.
The findings of the current study may be used to offer
management practices in organizations to enhance the level
of job satisfaction among employees of first line of
management in the automotive industry.

III. METHODS
A. Sample and Procedure
The present study was conducted on a sample of 234
employees of first line of management in the automotive
industries. Data were gathered in the form of questionnaires
and were distributed and collected in the given units by one
of its employees, who were commended to support this
study.
Job Satisfaction among Employees of Automotive
Industries in India
C. Swarnalatha and G. Sureshkrishna
International Journal of Future Computer and Communication, Vol. 1, No. 3, October 2012
245
B. Questionnaire
The employee job satisfaction questionnaire [11] consists
of 25 questions in eight categories (Fig.2): work
performance, commitment, compensation, responsibility,
achievement, supervisory support, workgroup cohesion,
quantitative workload. The possible responses were a five
scale Likert from (1) I absolutely satisfied (5) I absolutely
dissatisfied (Number 3 was neither satisfied nor dissatisfied).
C. Statistical Analysis
A total of 234 questionnaires were included in the final
analysis by SPSS. Although the standard Employee Job
Satisfaction was used, the Cronbachs Alpha of the
Employee Job Satisfaction Questionnaire was also
calculated (0.8525).
The profile of the respondents is shown in Table II. The
Analysis of Employee Job Satisfaction level among
employees of automotive industries is shown in table 3 and
Fig. 3.
About 80 percent of participants were men, and majority
of them were 26 to 30 years old (44.5%) and about 30
percent had 3 to 5 years of work experience.


Fig. 1. Conceptual model of the research


Fig. 2. Employee job satisfaction


Fig. 3. Job satisfaction level among employees of automotive industries
International Journal of Future Computer and Communication, Vol. 1, No. 3, October 2012
246
TABLE I: PREVIOUS RESEARCHES ON JOB SATISFACTION
Main Research focus in Job Satisfaction Focus Group
Reference
Comparing Job Satisfaction with different types of organizational
culture
Employees of various hierarchy levels
[3]
Job Satisfaction, work experience and employee desire for
empowerment
Restaurant full service employees
[6]
Job Satisfaction as a mediator based on Social Exchange Theory Subordinates of service industry
[9]
Psychological climate as an antecedent of Job Satisfaction Managers / executives
[10]
Relationship of job satisfaction with recruitment practices IT Executives
[17]

TABLE II: THE PROFILE OF THE RESPONDENTS
Variable Number Percent
Gender Male 188 80.4
Female 46 19.6
Age <25 66 28.2
26 to 30 104 44.5
31 to 35 30 12.8
36 to 40 7 3.0
41 to 45 10 4.3
46 to 50 9 3.8
>51 8 3.4
Work Experience (in years) <2 55 23.5
3 to 5 70 30.0
6 to 8 43 18.4
9 to 11 20 8.5
Over 12 46 19.6
Salary <6000 107 45.8
6000 to 7400 89 38.0
>7400 38 16.2
Total 234 100
TABLE III: EMPLOYEE JOB SATISFACTION LEVEL
Mean Std. Deviation Maximum
Employee Job Satisfaction
74.62 13.00 120.00
24 to 55 (low) 21 (8.97%)
56 to 87 (medium) 200 (85.47%)
88 to 120 (high) 13 (5.55%)

TABLE IV: RESULTS OF THE HYPOTHESIS OF THE RESEARCH
Hypothesis Test Significance Confidence Interval
Employee empowerment Independent Samples Test 0.361
95%
Teamwork ANOVA 0.007
Management leadership ANOVA 0.003
Employee compensation ANOVA 0.014

IV. FINDINGS AND DISCUSSION
As it shown in Fig. 3, majority of respondents reported
the medium Job Satisfaction level (about 85%). Considering
confidence interval as 95%, employee empowerment,
teamwork, employee compensation and management
leadership were investigated using a one-way analysis of
variance (ANOVA) from which a scheffe multiple
comparison test was computed to pinpoint groups whose
means were significantly different. The majority of
employees of automotive industries (about 85%) are having
medium Job Satisfaction level. So management strategies
must be applied to enhance the level of job satisfaction
among the employees of automotive industries. Research
hypothesis are as follow (Table IV).
A. Hypothesis 1
There is a significant relation found between employee
empowerment and employee job satisfaction (sig<0.05). In
an earlier research in a hospitality industry, the same results
were reported stating that there is a significant relation
between job satisfaction and employee desire for
empowerment [6].
B. Hypothesis 2
Analysis revealed a significant relation between
teamwork and employee job satisfaction among employees
of automotive industries (sig<0.05). In a study among
service-providing employees, there is a significant relation
International Journal of Future Computer and Communication, Vol. 1, No. 3, October 2012
247
between the team work and employee job satisfaction [11].
C. Hypothesis 3
A relation between employee compensation and
employee job satisfaction was found (sig<0.05). Chang,
chiu and Chen [11] investigated the relationship between
employee job satisfaction and employee compensation
among service-providing employees in Taipei and found a
positive correlation between employee compensation and
employee job satisfaction.
D. Hypothesis 4
There is a significant relation between management
leadership and employee job satisfaction (sig<0.05). This
result is in accordance with an earlier research which
reported that having an effective management leadership
and strategies is an important issue for achieving employee
job satisfaction.

V. FURTHER RESEARCH
In this study, the relation between employee
empowerment, teamwork, employee compensation and
employee empowerment with employee job satisfaction
were investigated. Future research should include other
salient variables and also examine more complex
interactions of employee job satisfaction with demographic
characteristics and other variables among employees of
automotive industries in India. Future researches should also
include a comparison between employee job satisfaction
level in automotive industries and other professions in India.

VI. CONCLUSION
This study proposed that Employee Job Satisfaction
Level may be improved through the implementation of
Management practices. The study shows that employee
empowerment, employee compensation, teamwork and
management leadership are significantly positive predictors
of employee job satisfaction within the context of
employees of automotive industries in India. In summary,
this study contributes to the production management
literature by proposing theoretically and testing empirically
a perspective that links management practices to employee
job satisfaction within the context of automotive industries.

ACKNOWLEDGEMENTS
This study was supported by Department of Management
Studies, Anna University of Technology Madurai.
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